US LOAN SERVICES APRIL 2016 NICK OLDFIELD / TOBY WELLS

Transcription

1 US LOAN SERVICES APRIL 2016 NICK OLDFIELD / TOBY WELLS

2 US Mortgage Servicing Market $10 trillion in New mortgage Business debt outstanding, with more than $1 trillion in new originations each year Corporate $30 billion Branding + in annual Client Retention, servicing Satisfaction Less than & Improving revenues 1% of overall Margins market; significant growth opportunities in key service areas Since ownership returns have consistently exceeded CPU s cost of capital 2

3 U.S. Mortgage Servicing Recap What is Mortgage Servicing Types of Mortgage Servicing The management and administration of mortgage loans and adherence with loan documents and various regulatory requirements. It includes: Billing, collection and processing of payments Management of customer enquiries Monitoring of tax and insurance Management of client bank accounts Managing loan modification process as alternatives to foreclosure Supervising foreclosure, bankruptcy and property dispositions Mortgage Servicing Rights ( MSRs ) are intangible assets that we acquire for cash and which provide the legal right to service a particular mortgage for a fee for the duration of its life. We hold these assets on our balance sheet and amortize them over 9 years. Sub-servicing refers to a contractual relationship with the owner of a MSR or Loan, whereby the owner would appoint us to service their loan for a fee for the period of the contract. We perform sub-servicing for banks, hedge funds, bond insurers, GSE s. Subservicing business can be lost through a sale of the underlying MSR or loan or through a desire of the owner to change servicing provider for whatever reason. Mortgage servicing broadly covers three different type of mortgages. Sources of Mortgage Servicing Agency Servicing (Govt Sponsored Agencies) - Generally higher credit quality and conventional/conforming loans. Low risk of default Low cost to service and minimal servicing advance requirements Low servicing and subservicing fees Acquisition of mortgage servicing rights (MSRs) have a higher value or multiples of servicing fees Results in less risk or discount rate or return requirements Private Securitizations Generally lower credit quality and/or higher loan-to-value non-conventional/ non-conforming loans. Higher risk of default Higher cost to service and increased advance requirements High servicing and subservicing fees with lower volumes of loans serviced Acquisitions of MSRs trade at lower multiples of servicing fees Whole Loans Generally not securitized, and owned by a single investor, which tends to be a hedge fund or financial institution that does not have captive or affiliated servicers. Whole loan portfolios can be composed of many types of loans Servicing fees are generally based on the status of the loan & the servicers are often entitled to incentive fees for loss mitigation activity Loan owner owns the MSRs 3

4 Mortgage Servicing Key Terms Performing Servicing Servicing of a mortgage which is less than 30 days delinquent. Typically loans that meet the criteria of the Government Sponsored Entities. Non-Performing Servicing Servicing of a mortgage that is over 30 days delinquent up to management of the foreclosure process. Typically, non-performing servicing is performed over loans subject to private securitizations. Mortgage Servicing Rights Intangible assets representing an ownership right to service the mortgage for a fee for the life of the mortgage. The owner of the MSR can either service the loan itself or appoint a sub-servicer to do so. Servicing Advances Government Sponsored Entities ( GSEs ) Private Securitizations Part Owned MSRs The owner of the MSR is required to fund various obligations required to protect a mortgage if the borrower is unable to do so. Advances receive a priority in any liquidation and are often financed in standalone non-recourse servicing advance facilities. Otherwise known as Fannie Mae, Freddie Mac, Ginnie Mae that enable originators to recycle capital. Buy loans from originators subject to certain lending criteria and guarantee timely payments to bondholders. MSRs created during the sale process can be either retained by originator or sold. Alternatively, mortgages not sold to GSEs, are aggregated and sold as privately owned securitized pools. Third party servicers are often appointed or able to acquire the MSR pertaining to these pools of loans. An Excess Strip Sale refers to the sale of a stream of cash flows associated with the servicing fee on a performing MSR. The seller of the servicing strip has the ability to service the mortgage. An SPV deal refers to the sale of the rights to the MSR and associated servicing advances into an SPV. CPU typically takes a 20% equity stake in the SPV and performs all servicing on the loans via a sub-servicing fee for service relationship. 4

5 Addressing our strategic challenges Strategic Challenge Why we need to address Impact of CMC 1. We need to acquire MSR in volume at the best possible price Drive scale Manage run-off Enhance RoIC Co-issue program provides steady flow and avoids bulk auction pricing Provides access to new servicing opportunities earlier in cycle 2. We need to grow our subservicing business at a similar rate to the growth in our owned business Capital light Helps drive scale efficiencies and maximises RoIC performance Provide multiple cross sell opportunities Key clients are large consumers of sub-servicing business 3. We need to manage risk that legacy sub-servicing could fall away High concentration driven by GFC settlements High oversight costs combined with reducing portfolio could encourage MSR owners to sell Expected to deliver steady replacement flow of new business Provides access to over 200 clients and opportunity to further diversify servicing portfolio 5

6 US Mortgage Servicing Strategy Our objective is to build a capital light servicing business able to support all parts of the mortgage cycle. We do not nor do we intend to originate loans however partnerships with originators are key to our overall strategy, both in terms of driving new owned and sub-serviced business and in potentially directing recapture business. Recapture Originate Fulfill Areas of development focus where the bigger near term opportunities lie Performing Servicing We are investing in building our fulfillment capabilities. This can be a lead in to servicing opportunities, both sub-servicing and MSR purchases. CMC Co-Issue program will help drive greater performing servicing business. Asset management (of foreclosed properties) and debt recovery are closely aligned with special servicing and an integral part of SLS core business. Our plan is to seek to sell these services to 3 rd parties. Recover Current strengths and capabilities limited near term growth potential Special Servicing SLS core business is special servicing. This is what drives the large compliance costs and regulatory risk, due to the sensitivities around the borrowers personal situations. Asset Manage 6

7 Why does CPU believe it can be successful in this industry? Mortgage servicing is a market we know well. The core competencies and market requirements align extremely well with our strengths, capabilities and service suite. Requirement for scale data processing Strong technology requirements Range of stakeholder communication needs Treasury management & payment processing Heavily regulated market Fragmented market structure Global service model opportunity Experienced management team Opportunity to deploy capital at enhanced returns 7

8 Our Current Business Fully-Owned MSRs Part-Owned MSRs Sub-servicing What we mean CPU owns the MSR outright CPU has sold part of the MSR to a third party investor Servicing performed on a contractual basis for another MSR owner Balance sheet impact (31 Dec 15) $67M value on BS $86M advance equity on BS $31M value on BS No balance sheet impact Performing $4BN UPB 21K Loans Excess strip deals $10BN UPB 38K Loans Minimal $ UPB / Loans Non-performing $9BN UPB 96K Loans SPV deals* $10BN UPB 40K Loans $11BN UPB 99K Loans *covered further on Slide 10 8

9 Revenue Drivers Fully-Owned MSRs Part-Owned MSRs Sub-servicing Performing Typically bps of UPB Typically bps of UPB Negotiated fee per loan subject to contract Non-performing Ranges between bps of UPB Typically a negotiated fee per loan plus equity income from SPV Negotiated price per loan subject to contract Other Ranges between bps of UPB depending on loan type Subject to negotiation with capital partner Subject to contract Other income includes fees for title services, valuations, sale of foreclosed properties (REO) and debt collection services as well as any incentive payments for portfolio improvement and late fees. Heavily skewed to non-performing loans. 9

10 Cost Drivers Fully-Owned MSRs Part-Owned MSRs Sub-servicing Performing Low touch, low cost. Varies according to loan type. Same as if owned MSR Low touch, low cost but client oversight costs in addition. Non-performing High touch, higher cost Varies according to delinquency. Same as if owned MSR High touch, higher cost. Client requirements can be substantial. Typical cost to service a performing loan ranges between $75-$100 p.a. per loan. A non-performing loan typically costs in the range of $400-$1000 p.a. per loan. Generally owning the MSR can lead to a lower cost to serve as far fewer client requirements to manage. 10

11 CPU capital deployment in this business - MSRs Our balance sheet position at 31 Dec 2015 $M MSR asset $177 MSR liability (arises due to association with capital partners) ($79) Net MSR asset $98 FAQ What are they? How are they valued? How does valuation change over time? How do we account for them? How are they financed? Can they be sold? What are the key risks? Answer Intangible asset giving right to service loan for a fee for the life of the mortgage Typically based on the net present value of the cashflows attributable to the servicing of the loan. Non-performing valuations impacted by advance financing rates, cost of service and prepayment / run-off rates. Performing valuations predominantly driven by prepayment/run-off rates and the cost of service. Advances excluded as minimal for performing loans. MSR value reduces as the mortgage is repaid by the borrower and UPB amortizes down. Held at cost and amortized on a straight line basis over 9 years. Current book value is $98M estimated market value is $104M. CPU funds its MSR purchases from its operating cashflows. There is a liquid market in MSRs and MSRs are traded regularly. Non-performing : Interest Rate Risk (Advance Financing), Cost of Servicing, Housing Values and credit markets. Performing: Interest Rate Risk (driving prepayment risk) and cost of servicing. 11

12 How does CPU manage its non-performing MSR capital requirements? Deal type Capital partner SPV Benefits & Outcomes Structure Balance sheet impact MSR rights and associated advances sold to an SPV, in which CPU typically takes a 20% ownership interest MSR and advances replaced by equity investment in an SPV (typically 20% of MSR value and advance equity). Advances off balance sheet Reduced capital outlay P&L effect CPU in effect assumes a sub-servicing role, but receives 20% share of profit after interest and servicing cost Substantial capacity expansion Illustrative Example $M MSR cost 10 Advances 200 Less Advance Finance (170) Advance Equity 30 Total Capital Required 40 Share $M CPU 20% $8 Partner 80% $32 Enhanced RoIC 12

13 How does CPU manage its performing MSR capital requirements? Deal type Structure Excess strip 50% ownership interest in MSR revenue stream sold to a financial investor Benefits & Outcomes Balance sheet impact MSR carrying value typically reduced by over 60% being proportionate value attributable to the excess strip Reduced capital requirement P&L effect CPU receives only 50% of MSR revenue but retains all servicing expense. Amortization cost typically reduced by over 60%. Example MSR valued at $10m. Revenue 25 bps. CPU sell excess strip for $6m. Receive revenue of 12.5bps. Amortization expense reduced by 62%. MSR BV $4m. Reciprocal capital partner opportunities Reciprocal sub-servicing opportunities Helps builds scale efficiencies at lower cost 13

14 CPU capital deployment in this business - advances Servicing Advances at 31 Dec 2015 $M Servicing Advance Receivables $363 Advance Financing Facility ($277) Net Advance Asset $86 FAQ What are they? How are they collected? Answer Payments to the owner of the loan by the servicer on behalf of the borrower. There are typically two kinds of advance (i) Protective (taxes & insurance) which are made to protect a lender s interest in the home; and (ii) Principal & interest which are servicer paid borrower payments to ensure bondholders receive timely payments. Typically reimbursed at the earlier of (i) direct collections from the borrower; (ii) a modification of the loan; (iii) the liquidation of the loan (whether through borrower initiated short sales or the sale of foreclosure properties); or, if collections are insufficient (iv) from the securitization cash-flows prior to any bondholder payment. How do we account for them? How are they financed? Can they be sold? What are the key risks? Held on our balance sheet as a current asset but funded through a non-recourse financing facility. Through a non-recourse finance facility. Typically, 80-90% of the advance receivable is able to be financed. Advances follow the MSR. The level of advances can materially impact the MSR value. Servicing Advance Risk is generally contained to duration and financing risk. Servicing advances are non-recourse to CPU and we do not incur a loss from default. 14

15 Surplus capital once optimal size attained We re expecting to deploy additional capital in the coming years. Upon reaching optimal scale, our after-tax cash flows will be able to replace our run-off AND deliver strong excess free cash flow. FOR ILLUSTRATION ONLY KEY VALUE $M CALC Example Target Portfolio (UPB) A $ 10,000.0 A Avg Period UPB B $ 9,444.4 B Assumed FMV (bps) C 0.85% C Beginning MSR D $ 85.0 AxC (-) Annual Amort E (9.4) D/9 (+) New MSR F - F End MSR G $ 75.5 D-E Avg Capital Deployed H $ 80.3 (D+G)/2 Annual Pre-tax Marginal Income (bps of UPB) I 0.12% I PBT J $ 11.3 BxI NPAT K $ 7.0 Jx62% After Tax Cash Flow L $ E+K (1) Portfolio Run-off M $ 1,111.1 A/9 (2) Replacement MSR Cost $ (run-off) N $ 9.4 -E (3) Excess Remaining free Cash Flow O $ 7.0 K Annualized RoIC P 20.52% L/H Key Assumptions: Purchase of a $10Bn portfolio at 85 bps Straight line amortization over 9 years Run-off in line with amortization Marginal PBT 12 bps of UPB Tax at 38% of PBT Key Outcome: Replacing the servicing run-off of $1.1Bn in UPB would cost $9.4M, leaving $7M in surplus capital that could be distributed or invested in further growth Note: 20.52% represents the marginal RoIC for a fully owned MSR purchase. Overall RoIC is enhanced by part-owned MSRs and sub-servicing business, as well as the broad mix of ancillary services such as fulfillment. 15

16 The competitive landscape Why we differ A lower risk business model aligned to more conservative capital management and ability to leverage core competencies. Gearing Conservative leverage Growth profile MSR transfers in small and manageable proportions Higher concentration of third-party servicing Do not compete with our lending or investing clients Credit risk Do not originate loans Credit risk substantially reduced Size Materially smaller than listed peers far more manageable yet substantial opportunity remains CPU Has scale, resources and competencies that drive ability to create material efficiencies 16

17 Management of Risks New mortgage origination and MSR volumes MSR volumes drive financial outcomes. Market for bulk purchase of performing MSRs remains very active. CMC provides strong visibility of performing buying opportunity. Prepayment rates Higher prepayment rates could impact financial outcomes. Increasing interest rates mitigate risk. Interest rates Increasing rates could have potential impact on origination levels, which could impact flow of new origination servicing. However rise in rates overall a net positive pricing, run-off. Sustainability of MSR pricing MSR prices should fall as interest rates rise, helping improve RoIC. Co-Issue program provides access to MSRs at better than auction pricing. Capital structuring Overall ROIC is dependent on ability to transact with capital partners at regular intervals for SPV deals and excess strip sales. Track record of delivery and strong investor appetite from our partners. Sub-Servicing business Sub-servicing is ROIC enhancing BUT retention subject to appetite and strategy of ultimate MSR owner. Good performance can lead to loss of business. Switching is rare so new business linked to new origination. Legacy Servicing Opportunities to acquire large portfolios of non-performing MSRs will decline over time as the market improves and delinquencies are worked out. Regulatory environment We have invested significantly in our regulatory management resources and we are not expecting any further material changes. 17

18 Key Execution Priorities CMC Integration Boarding of existing MSR portfolio Integrated loan boarding process for CMC-generated loans, both MSR and sub-servicing Clients & Opportunities Further develop sub-servicing relationships Execute on new business pipeline Technology Implementation of new loss mitigation and loan boarding systems which will drive lower cost to service and greater control in the operational environment. Regulatory compliance Continued regulatory vigilance 18